PROJECT CHENANGO: Leading Chenango
Published:
November 12th, 2015

CHENANGO
–
What
do
a
dairy
farmer,
a
jeweler,
a
school
bus
driver,
a
retired
teacher,
a
chiropractor
and
a
former
journalist
have
in
common?
They
are
among
Chenango’s
top
elected
leaders.

For
the
last
18
years
and
counting,
dairyman
Lawrence
Wilcox
has
been
one
of
them.
The
Oxford
native
said
he
had
no
aspirations
of
entering
politics
when,
after
college
and
a
stint
in
the
Air
Force,
he
returned
to
his
hometown
and
became
the
fourth
generation
to
farm
his
family’s
dairy.
All
that
changed
around
1979,
when
he
was
asked
to
serve
on
the
town’s
planning
board.

“It’s
been
a
steady
progression
from
there,”
the
Republican
said.

In
1989,
he
assumed
a
seat
on
Oxford’s
town
council
and,
in
1998,
he
was
elected
to
his
first
term
as
town
supervisor.
It
is
an
office
he
will
continue
to
hold
for
at
least
another
four
years
based
on
the
outcome
of
last
week’s
election,
where
he
defeated
opponent
Fred
Lanfear
by
a
count
of
581votes
to
338.

It
was
one
of
the
hottest
races
in
the
county,
as
Wilcox
is
not
only
Oxford
Town
Supervisor
but
also
chairman
of
Chenango’s
Board
of
Supervisors.
The
23-person
board
governs
the
county
and
administers
its
nearly
$90
million
budget.

The
structure
–
which
includes
a
representative
from
each
of
Chenango’s
21
townships
and
two
from
the
city
of
Norwich
–
was
once
commonplace
throughout
New
York,
but
has
become
a
rarity.
According
to
the
New
York
State
Association
of
Counties,
Chenango
is
one
of
but
8
counties
outside
of
New
York
City
still
administered
by
an
elected
legislative
body.
The
other
49
either
elect
a
county
executive
or
appoint
a
manager
or
administrator,
whether
by
charter
or
county
law.

According
to
Wilcox,
members
of
the
public
have
stepped
forward
to
question
whether
the
structure
is
still
the
most
viable
form
of
government
for
Chenango
on
more
than
one
occasion
during
his
tenure
on
the
board.

“It’s
never
really
been
considered
very
closely,”
he
said.

The
reason,
he
explained,
is
the
cost
associated
with
a
professional
administrator.

“Financially,
I
don’t
think
the
county
could
operate
any
cheaper
with
a
county
executive,”
he
said.
The
county
currently
pays
each
individual
supervisor
$12,000
per
year
and
approximately
$36,000
to
the
chairman.
This
is
on
top
of
the
stipends
paid
by
their
individual
towns.

Wilcox,
who
headed
the
county’s
finance
committee
for
many
years
before
becoming
chairman,
is
keenly
aware
of
the
financial
impact
of
any
decision
at
the
county
government
level.
But
while
he
considers
the
financials
in
favor
of
the
current
structure,
there
is
another
reason
he
considers
it
the
best
form
of
government
for
Chenango.

Its
biggest
strength,
he
said,
is
the
“personal
interaction
of
supervisors
with
their
constituents”
and
on
the
county
level.
It
is
this
personal
interaction
that
gives
a
small
town
an
equal
voice
in
committees,
regardless
of
how
many
weighted
votes
they
carry.
This,
he
said,
would
be
lost
in
a
different
structure,
where
small
townships
would
be
grouped
together
under
one
legislator.

“There
is
a
disconnect
with
the
legislator,”
he
explained.

As
chairman,
Wilcox’s
focus
has
been
on
getting
the
county
government
on
firmer
financial
footing.
Under
his
leadership,
they
operate
under
six
financial
precepts,
which
include
maintaining
no
debt,
staying
below
the
mandated
tax
cap,
maintaining
sufficient
surplus
levels
and
providing
mandated
services,
along
with
those
that
are
not
mandated
but
provide
needed
services
for
county
residents.

As
a
result,
Chenango
County
has
been
recognized
by
the
state
as
one
of
the
top
counties
in
terms
of
fiscal
position.
Last
year,
Chenango
was
ranked
3rd
on
the
list;
this
year,
it
slipped
to
4th.
Why
the
lower
ranking?

“We
used
surplus
funds
for
a
capital
project,”
explained
Wilcox,
something
the
state
frowns
upon.

That
decision
is
one
Wilcox
stands
firmly
behind
because
of
the
long-term
savings
the
county
will
realize
as
a
result
of
the
project
in
question.
The
project,
relocating
the
court
system,
was
one
the
chairman
said
had
sat
on
the
back
burner
for
more
than
20
years.

“When
I
started,
I
felt
that
had
to
be
a
priority,”
he
said.

The
scope
of
the
project
included
both
moving
the
court
system
to
the
Eaton
Center
and
renovating
the
space
the
courts
previously
occupied
in
the
County
Office
Building.
This
allowed
Mental
Health
to
consolidate
its
services
rather
than
continuing
to
rent
space
elsewhere.
In
the
2016
budget
cycle
alone,
the
move
will
save
$87,000,
according
to
Wilcox.

“Over
the
course
of
the
lease,
it
will
be
several
million
(in
savings),”
he
said,
and
help
keep
the
Eaton
Center
viable.

According
to
the
chairman,
savings
were
also
realized
during
the
course
of
the
project,
due
to
the
efforts
of
Director
of
Public
Facilities
Julie
Gates.

According
to
Wilcox,
the
2
percent
tax
cap
imposed
by
the
state
has
been
a
strain
on
the
county
because
there
has
not
been
a
corresponding
decrease
in
mandates.

“If
we
could
make
our
own
choices,
it
would
make
it
a
lot
easier
to
operate
under
the
tax
cap,”
he
said.

He
points
at
the
$25
million,
more
than
a
quarter
of
the
county’s
overall
budget,
allocated
to
the
Department
of
Social
Services
as
an
example.

“That’s
an
expense
that
we
can’t
fight,”
the
chairman
said.

He
also
worries
about
the
impending
minimum
wage
increase
to
$15
an
hour.

“Personnel
is
the
biggest
expense
any
organization
has,”
Wilcox
said.
The
county,
which
is
Chenango’s
single
largest
employer
with
upward
of
550
employees,
is
poised
to
feel
it
more
than
most.

The
county
has
been
very
strategic
about
filling
vacancies
as
department
heads
and
staff
near
retirement.

“We’ve
streamlined
a
lot
of
departments,
and
not
had
to
incur
any
layoffs
in
the
process,”
he
said.
He’s
proud
of
the
fact
that,
while
the
workforce
is
smaller
than
it
was
when
he
first
walked
into
the
building
as
a
supervisor
18
years
ago,
they
are
still
able
to
provide
the
services
residents
need.

The
administration
is
also
always
looking
for
places
where
there
can
be
more
cooperation
and
collaboration
between
departments
–
both
within
the
county
structure
and
with
outside
entities.

“I’m
not
a
fan
of
consolidation,
but
I
am
a
fan
of
shared
services,”
he
explained.
“There
are
an
awful
lot
of
things
we
all
do
where
we
can
all
work
together.”

Wilcox
points
at
the
way
in
which
the
county
highway
department
and
local
departments
work
together,
sharing
services
and
equipment,
as
an
example.

“I
think
we
could
do
the
same
thing,”
he
said,
of
other
aspects
of
county
government.

The
highway
system
is
something
in
which
Wilcox
places
great
importance,
and
hopes
to
be
able
to
fund
better
in
the
future.
It’s
something
he
says
impacts
every
single
resident,
whether
they
drive
or
not.
It’s
also
the
first
impression
for
visitors.

“Every
facet
of
commerce
is
based
on
being
able
to
travel,”
he
explained.

City
of
Norwich
Democrat
James
McNeil
echoed
Wilcox’
sentiments
about
the
highway
system.
This
despite
the
fact
that
no
county
highway
runs
through
the
city.

“It
brings
everything
here,”
he
explained.

He
also
sees
it
as
an
example
of
how
the
county’s
structure
helps
bring
together
Chenango’s
individual
municipalities.

“We’re
all
small
parts
of
the
greater
whole,”
he
said.

McNeil,
a
business
owner
and
jeweler
by
trade,
had
an
early
start
in
politics.

“I
was
8
years
old
and
delivered
sample
ballots
in
Ward
4,”
he
said,
remembering
how
he
helped
his
father,
then
a
county
supervisor,
run
for
office.

It
wasn’t
until
much
later,
of
course,
that
he
decided
to
make
his
own
run
for
public
office.
He’s
represented
Norwich’s
wards
1,
2
and
3
since
2000.

He
and
his
colleague
Bob
Jeffrey,
are
in
a
somewhat
unique
position.
Unlike
the
town
supervisors
they
share
the
county
board
table
with,
they
don’t
play
an
official
role
in
city
government.
That
doesn’t
mean,
however,
that
their
role
isn’t
an
important
one,
McNeil
explained.

“I’m
not
‘employed’
by
the
city
of
Norwich,
but
the
city
is
a
part
of
the
county
and
they
need
representation
(on
the
county
level)
as
any
town
needs
representation,”
he
said.

His
philosophy,
he
explained,
is
to
help
constituents
any
way
he
can.
That
is
often
helping
people
connect
the
dots
between
the
city
and
county
governments.

“That
can
involve
anything
from
traffic
concerns
to
making
sure
an
elderly
resident
gets
the
help
they
need,
and
everything
in
between,”
he
said.

According
to
McNeil,
the
county
has
more
to
offer
than
many
people
fully
realize.
This
includes
Preston
Manor,
a
facility
he
calls
Chenango’s
“hidden
gem.”

For
him,
it
always
back
to
people.

“Behind
the
scenes,
the
employees
are
a
great
asset,”
he
said.
“They
do
their
job
and
they
do
it
well.”

Each
contributes
greatly
to
the
myriad
of
services
the
county
offers
residents,
he
added.
He
invites
all
residents
to
explore
the
county
website,
www.co.chenango.ny.us,
to
explore
the
services
provided
by
each
department.

What
is
McNeil
most
proud
of
when
it
comes
to
his
hometown?

“The
great
diversity
of
good
people
that
want
to
improve
the
quality
of
life,”
McNeil
said.
He
includes
everyone
from
business
owners
and
professionals,
to
neighbors
and
those
who
take
part
in
the
number
of
non-profit
organizations
working
for
the
good
of
the
community
in
that
list.

Also
included,
one
would
assume,
are
those
willing
to
step
up
to
public
office
for
the
first
time.

TOMORROW’S
NORWICH

Like
McNeil,
Christine
Carnrike
is
following
in
her
father’s
footsteps.
In
November
of
1968,
George
Carnrike
was
elected
mayor.
Last
week,
47
years
later,
his
youngest
daughter
was
elected
to
that
office.

A
long-time
city
resident,
Carnrike
said
she
felt
compelled
to
run
out
of
concern
for
Norwich’s
future
and
a
desire
to
preserve
its
charms
for
generations
to
come.

“I
love
Norwich,”
she
said.
“It
is
my
home.”

During
her
campaign,
she
connected
with
voters.

“The
people
I
met…shared
their
concerns
with
me
–
loss
of
opportunity
for
families,
disengaged
youth,
crumbling
neighborhoods
and
an
overall
lack
of
prosperity,”
she
said.
“A
vision
is
needed
to
reverse
our
decline
and
restore
our
community.”

Her
message
resonated
with
voters.
Their
support
enabled
her
to
declare
an
early
victory
when
she
defeated
incumbent
mayor
Joseph
Maiurano
two
to
one
in
September’s
Republican
primary.
She
was
unopposed
in
the
general
election
on
Nov.
3.

She
is
grateful
for
the
opportunity,
she
said,
but
at
the
same
time
knows
she’ll
have
her
work
cut
out
for
her.

“When
I
officially
take
the
oath
of
office…I
will
be
inheriting
a
fiscal
mess
with
a
shaky
foundation,”
the
mayor-elect
said.

According
to
Carnrike,
the
city
has
chosen
to
eat
through
its
surplus
over
the
last
few
years
to
avoid
exceeding
the
tax
cap
rather
than
adequately
curb
spending
or
exploring
how
to
operate
more
efficiently
and
effectively.

“Because
of
this,
the
2016
budget
may
very
well
incur
a
double-digit
property
tax
increase
with
possible
cuts
to
service,”
she
said.

That’s
a
course
of
action
she
considers
a
“recipe
for
continuing
and
steady
decline”
for
the
city.

“Looming
property
tax
increases
combined
with
threats
of
cuts
to
service
is
not
the
way
to
generate
positive
change
and
to
promote
a
commitment
to
our
community.”

She
said
it
will
take
due
diligence
once
she
gets
in
office,
to
make
sure
that
city
government
can
both
operate
efficiently
and
meet
the
needs
of
residents
and
businesses
alike.

“We
cannot
rely
on
grants
to
sustain
the
city,”
she
said.
“Grants
are
taxpayer
money,
too,
and
they
are
needed;
however,
I
have
witnessed
a
reliance
on
grant
funds
that
is
unrealistic
for
continued
prosperity.”

Carnrike’s
soon-to-be
predecessor,
Mayor
Maiurano,
has
long
been
an
advocate
for
consolidation,
but
was
never
able
to
garner
the
needed
support
to
bring
it
past
the
conceptual
stage.
Carnrike
isn’t
ruling
out
pursuing
those
same
discussions,
but
said
there’s
a
lot
of
dialog
that
needs
to
take
place
first.

“The
solution
to
the
problems
facing
our
city
will
require
the
collaboration,
cooperation
and
innovation
of
all
officials,
residents
and
business
owners,”
she
said.
“Establishing
or
re-opening
the
lines
of
communication…is
vital
before
beginning
the
process
of
finding
possible
areas
for
consideration
of
consolidated
services.”

FUTURE
LEADERS

As
Chenango
prepares
for
its
future,
who
will
lead
it?
That’s
a
question
Jill
Eddy
is
helping
to
answer
in
her
role
as
facilitator
of
Leadership
Chenango.
The
program,
funded
through
the
Chenango
Foundation,
has
been
developing
Chenango’s
future
community
leaders
since
1988.

“The
goal
of
Leadership
Chenango
is
to
take
local
community
members
who
want
to
do
more
and
give
them
the
tools
and
resources
to
do
just
that,”
said
Eddy,
who
took
over
the
program
from
longtime
facilitator
Judie
Wright
this
year.

The
ten-month
program
helps
participants
develop
leadership
skills
in
a
way
that
is
laser-focused
on
Chenango.
In
18
class
sessions,
participants
are
exposed
to
a
broad
range
of
topics
including
everything
from
health
care
and
law
enforcement
to
education,
agribusiness,
social
services
and
local
government.

“We
get
to
go
behind
the
scenes
and
gain
a
perspective
that
most
people
will
never
have
the
opportunity
to
do,”
Eddy
said.

Something
that
sets
the
program
apart
is
the
opportunity
for
participants
to
see
and
experience
the
subject
matter
first
hand
–
particularly
during
the
three
days
spent
touring
the
county
and
visiting
businesses,
farms
and
other
points
of
interest.
According
to
Eddy,
this
is
always
an
eye
opening
experience.

“Most
class
members
don’t
realize
how
diverse
Chenango
County
really
is,”
she
said.

Eddy
knows
first
hand
the
impact
the
program
has
on
participants.
She
herself
is
a
graduate
of
Leadership
Chenango’s
Class
of
2014.

“I
felt
that
I
had
so
much
more
knowledge
about
my
county
that
would
benefit
not
only
myself,
but
others
around
me,”
she
said,
speaking
of
her
own
experience.
“I
suddenly
became
a
resource
for
others.”

Leadership
Chenango’s
Class
of
2016
kicked
off
in
October
with
a
two-day
retreat.
The
class’s
19
students
represent
a
number
of
area
businesses,
non-profits
and
backgrounds.

According
to
Eddy,
they
are
a
dynamic
group.

“They
are
already
putting
the
dots
together
and
realizing
that
all
the
issues
they
continue
to
identify
are
actually
connected,”
she
said.

Her
favorite
moment
so
far?
Hearing
one
of
the
class
say,
“It’s
only
11:15
and
I’m
ready
to
take
on
the
world.”

That’s
the
kind
of
enthusiasm
Chenango
needs
as
it
faces
today’s
challenges,
and
whatever
further
challenges
the
future
may
hold.